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National Leading Transformation of Health & Wellbeing Programme 2014

National Leading Transformation of Health & Wellbeing Programme 2014. Learning Event 5 Leading Systems Transformation. Leading Systems Transformation:. What do we mean by systems leadership? identifying the challenges for systems leaders tools that could help.

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National Leading Transformation of Health & Wellbeing Programme 2014

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  1. National Leading Transformation of Health & Wellbeing Programme 2014 Learning Event 5 Leading Systems Transformation

  2. Leading Systems Transformation: • What do we mean by systems leadership? • identifying the challenges for systems leaders • tools that could help.

  3. All models are wrong but some are useful” W Deming

  4. What is Systems Leadership? • Local leaders from across the health &care system sharing a cohesive approach to working together to improve the whole local health and care system. • ‘System leaders’ have clear, shared priorities that are grounded in the needs of their communities and not in the interests of individuals or their organisations. • The Health and Social Care Act 2012 established HWBs as the lynchpin of system leadership. • System leadership is vital to delivering integrated care, transforming services to address the financial and demographic challenges facing health and social care, and tackling health inequalities.

  5. Towards a New Model of Leadership in the NHS Jan 2014

  6. What Does ‘Good’ Look Like? • Can articulate a clear purpose and vision • A space where difficult discussions and robust debates can happen • Discussions are linked to actions. The future of system leadership, Feb 2014

  7. How do you make that happen? • Good working relationships • Bottom-up • A good HWBB will engage and consult widely with partners • Defined process • A strong chair/leadership

  8. 3 Top Take Away Messages: i. Shared purpose matters – e.g. improving children's outcomes ii. Relationships matters – allows difficult discussions to happen and builds trust iii. Trust matters – without trust, partners will continue to approach things from an organisational perspective.

  9. The following personal leadership traits really make a difference: • Values driven, aligned around a shared ambition • Personal drive to deliver better outcomes • A genuine sense of ‘community’.

  10. Effective Systems leaders’ have relentless drive to ‘achieve for community’, characterised by: • Humility and a passion to learn • Courage to experiment • Seeking diverse perspectives • Suspend certainty and embrace uncertainty.

  11. Adaptive Leadership • Emotional Intelligence • Servant-Leadership

  12. Situational Leadership Model (Hersey & Blanchard)

  13. Diagnosing Development(Competence & Commitment) D1—Low competence and high commitment D2—Low to some competence and low commitment D3—Moderate to high competence and variable commitment D4—High competence and high commitment

  14. Three Choices • Match • Over-supervise • Under-supervise

  15. Top 6 Ineffective Leadership Traits • Avoiding conflict • Fostering unhealthy competition • Seeing only what’s wrong • Taking all the credit • Controlling everything • Focussing Exclusively on the Goal Judy Ringer

  16. National Leading Transformation of Health & Wellbeing Programme 2014 Learning Event 5 Leading Systems Transformation

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